1. Organizational Behavior (MGT-502) Lecture-5

2. Summary of Lecture-4

3. Understanding the Basics of Human Behavior

4. Variables Influencing Individual Behavior

5. The E nvironment Organization Work group Job Personal life The P erson Skills & abilities Personality Perceptions Attitudes Values Ethics B ehavior B = f(P,E)

6. Types of work-related behaviour Joining the organisation Remaining with the organisation Maintaining work attendance Exhibiting organisational citizenship Performing required tasks Types of work-related behaviour

7. Today’s Topics

8. Challenges to Organizations Globalization Diversity Technology Ethics

9. Globalization

10. Implications of globalization: –New organizational structures –Different forms of communication –More competition, change, mergers, downsizing, stress –Need more sensitivity to cultural differences

11. Diversity Increasing Diversity in today’s organizations –Changing workforce demographics –Competitive pressures –Rapid growth in International business

12. Diversity More women in workforce and professions Diversity has advantages, but firms need to adjust through: –cultural awareness –family-friendly –empowerment

13. Technology The impact on work and jobs Flattening and downsizing of organizations Paperless organizations

14. Trends: Information Technology Affects how employees interact – Virtual teams – Telecommuting Affects how organizations are configured – Network structures -- alliance of several organizations

15. Ethics Moral principles/values -- determines whether actions are right/wrong and outcomes are good/bad Ethical behavior. – “Good” and “right” as opposed to “bad” or “wrong” in a particular setting.

16. Ethical dilemmas occur in relationships with: – Superiors. – Subordinates. – Customers. – Competitors. – Suppliers. – Regulators.

17.  Organizational social responsibility. – The obligation of organizations to behave in ethical and moral ways as institutions of the broader society. – Managers should commit organizations to: Pursuit of high productivity. Corporate social responsibility.

18. Performance

19. Why Do We Care? Opportunity Motivation Performance = f (Ability, Motivation, Opportunity) Ability PERFORMANCE

20. Ability Mental and physical capabilities to perform various tasks.

21. Intellectual Abilities The capacity to do mental activities

22. Prentice Hall, 2001Chapter 222 Intellectual Abilities Number aptitude Verbal comprehension Perceptual speed Inductive reasoning Deductive reasoning Spatial visualization Memory ability

23. Physical Ability The capacity to do tasks demanding stamina, strength and similar characteristics.

24. Prentice Hall, 2001Chapter 224 Flexibility Factors Flexibility Factors Strength Factors Strength Factors Other Factors Other Factors Basic Physical Abilities

25. 25 Emotional Intelligence Emotional Intelligence Involves: The ability to understand individuals to act wisely in human relations EI abilities in five areas: Self-awareness Managing emotions Motivating oneself Empathy Handling relationships

26. Prentice Hall, 2001Chapter 226 The Ability-Job Fit Abilities of the employee Requirements of the job

27. Why Do We Care? Opportunity Motivation Performance = f (Ability, Motivation, Opportunity) Ability PERFORMANCE

28. Learning A relatively permanent change in the behavior occurring as a result of experience.

29. Prentice Hall, 2001Chapter 229 Social Learning Classical Conditioning Operant Conditioning Learning Theories

30. In classical conditioning, an individual responds to some stimulus that would not ordinarily produce such a response. This theory grew out of Pavlov’s experiments Classical conditioning is passive. Something happens, and we react in a specific way. As such, it can explain simple, reflexive behaviors. ClassicalConditioning

31. In operant conditioning, desired voluntary behavior leads to a reward or stops a punishment. This theory argues that behavior is a function of consequences. Operant behavior is learned or voluntary, not reflexive or unlearned. Law of Effect, Reinforcement OperantConditioning

32. Prentice Hall, 2001Chapter 232 Methods of Shaping Behavior Methods of Shaping Behavior Negative Reinforcement Negative Reinforcement Positive Reinforcement Positive Reinforcement Extinction Punishment

33. People can learn through observation and direct experience. SocialLearning

34. Shaping Behavior: A Managerial Tool

35. Organizational Applications Well Pay versus Sick Pay Employee Discipline Developing Training Programs Mentoring Programs Self Management

36. Let’s stop it here

37. Summary

38. Challenges to Organizations Globalization Diversity Technology Ethics

39. Ability Mental and physical capabilities to perform various tasks.

40. Learning A relatively permanent change in the behavior occurring as a result of experience.

41. Prentice Hall, 2001Chapter 241 Social Learning Classical Conditioning Operant Conditioning Learning Theories

42. Next….

43. Values Attitudes

44. Organizational Behavior (MGT-502) Lecture-5